Problem-Solving. 10 proven problem-solving techniques. Achieve the extraordinary. AMERICAS.G2G3.COM ENGAGE. TRANSFORM. SUCCEED.

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1 Problem-Solving 10 proven problem-solving techniques. Achieve the extraordinary.

2 The challenge of the scien/fic method is managing the difficulty of making progress, while retaining the skep/cism necessary to ensure the correctness of your results. Francis Bacon

3 What s A Problem? Webster s Defini/on: a ques/on raised for inquiry, considera/on, or solu/on a source of perplexity, distress, or vexa/on Photo: Digital Sexton via Creative Commons

4 What s A Problem (IT- related)? IT Service Management (ITSM) Context An ITIL Defini:on: A cause of one or more Incidents. The cause is not usually known at the /me a Problem Record is created, and the Problem Management Process is responsible for further inves/ga/on. Managing Problems in ITSM Problem Management in ITIL: The Process responsible for managing the Lifecycle of all Problems. The primary Objec/ves of Problem Management are to prevent Incidents from happening, and to minimize the Impact of Incidents that cannot be prevented Photo: felixtsao via Creative Commons

5 You know you ve got a problem. But how do you tackle it?

6 Some figure it out as they go.

7 We propose that you re more effective with a structured approach. It s true.

8 You can do it. HERE ARE A FEW METHODS TO GET YOU ORGANIZED.

9 Flowcharts It feels like a map with arrows.

10 Flowchart Snapshot of irunit, our process documentation library tool.

11 FLOWCHART RESOURCE The ASQ (American Society for Quality) has a flowchart creator at the bottom of this page:

12 Brainstorming No, it s not raining brains.

13 Brainstorming is great for generating as many leads as possible.

14 For Starters Start with a clear understanding of what the problem is, write it on a white board or flip chart.

15 Storm it out. Allow participants to put forth any idea they have, encourage an open atmosphere. Write down every idea, do not filter ideas until brainstorming is done. Don t stop too soon - often new ideas will come up after a pause. Evaluate and sort ideas after no new ideas come up. Vector by Alex Sheyn

16 Nominal Group Technique Must be for a group!

17 When to Use Groups of any size Need a decision made quickly

18 Steps Each person generates ideas and writes on a card Team lead assigns each a letter per idea and records on flip chart Group discusses and eliminates similar ideas Team members individually rank the ideas Team lead collects and totals the points Solution with highest score is the prioritized idea or solution provides starting point for root cause analysis

19 Benefits of Nominal Group Technique Minimizes the influence of dominant voices or groups. Quick

20 Is - Is Not Matrix Like The Matrix. But easier.

21 Use When You need to separate lots of information to determine what is trivial from what is important.

22 Steps Start with an empty table of four rows and six columns. In the upper left corner, state specifically the problem. Fill in the top row and left column as outlined. Fill in each row and column with information about what is related to the problem and what is not, and determine what the differences are between the two. For each element in the table, analyze how it could be a cause of the problem. à Here comes the sample.

23 Sample Is-Is Not Matrix Problem: Missing What occurs? Where does it occur? When does it occur? Extent of problems Who is involved? from outside of the company are not being delivered In the Chicago branch office Con/nually since last Friday Is Is Not Dis:nc:ons MicrosoZ and Unix mail are both affected All users in all departments in Chicago branch Internal is func/oning fine Headquarters and all other branches Before last Friday Reported outside of Chicago Any other users Only external is affected Only Chicago is affected Something may have changed on Friday Only Chicago is affected Only Chicago is affected

24 5 Whys Stop repeating yourself. Or don t.

25 What is 5 Whys? A simple, yet very effective tool to ensure that you get to the root cause of a problem rather than a superficial cause.

26 To Start Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.

27 The Process You guessed it. You re going to ask WHY. 5 times. Ask WHY the problem happened and write the answer down below the problem. If the answer doesn t identify the root cause of the problem, ask WHY again and write that answer down. Keep asking until the team is in agreement that the problem's root cause is identified. This may take fewer or more times than five WHYS.

28 Sample 5 Whys

29 Logic Tree Sometimes called an Issue Tree.

30 Great for identifying root cause. Visually effective, as well.

31 Four Basic Attributes Consistently answers WHY Progress from the key question to the analysis as it moves to the right Have branches that are mutually exclusive and collectively exhaustive (MECE) Use an insightful breakdown

32 Sample Logic Tree Product quality poor Bank profit declining Revenues decreasing Sales volume decreasing Prices decreasing Market share declining Overall market size decreasing Transaction fee level declining Interest rates decreasing Productrelated problems Service-related problems Distributionrelated problems Product mix problems Inadequate product line breadth Inadequate depth of product line Expenses increasing Non-interest expenses increasing Interest expenses increasing Variable costs increasing Fixed costs increasing

33 Fault Tree Analysis Where did things go wrong in the process?

34 Attributes To determine how an undesired state occurred. Uses Boolean logic.

35 Steps Identify a failure or a POTENTIAL failure. Identify the specific problem and write it at the top of the diagram. Generate ideas for causes of that event and put them in at the next level down. For each cause, identify if there could be lower level causes and repeat the process until there are no lower level causes. For each area where more than one cause leads to an upper level cause determine whether they operate together (and) or on their own (or). When complete, you will have an understanding of all the potential causes and their relationships with each other.

36 Sample Fault Tree

37 Ishikawa Diagram Sometimes referred to as a fishbone diagram or a cause-and-effect chart.

38 When to use. Used to analyze relationships between a problem and its causes.

39 Steps Clearly state the problem and write it on the right edge of a whiteboard. Draw an arrow pointing to the problem. Next write main categories of causes as branches from the main arrow. For each category, use brainstorming techniques to identify as many possible causes that you can. Finally, analyze the causes to determine the most likely root cause.

40 Ishikawa Diagram People Process Lack of Training Confusing Not well documented Cumbersome Overworked No management support High Rate of Failed Changes Outdated Lack of accountability Tools Environment

41 Histograms & Pareto Charts To show the most important thing.

42 Histograms Histograms are used in statistics to give a visual representation of the distribution of a data set.

43 Pareto Chart A Pareto Chart is a special type of histogram, used to view causes of a problem in order of severity from largest to smallest. It contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. Image source: Wikipedia

44 Decision Matrix When you must pick one.

45 When to use. Best when you have a small list of items from which you must pick the best choice.

46 Steps Regarding a problem which you are trying to solve, select a list of criteria against which you ll make the decision. Weight each criteria. Use a multiplier, such as representing the most influencing criteria and 1 indicating the least. Assign a ranking to each criteria, using a simple number system such as 1-5 (5 being the score that most reflects the criteria, and 1 being least) Multiply the weight multiplier times the rank score. This gives you the final score, and ultimately, the best choice.

47 Sample Decision Matrix Job*Opportutnity IdealAJob JobAA JobAB JobAC JobAE JobAF Evaluation*Criteria Weight Raw Final Raw Final Raw Final Raw Final Raw Final Raw Final Location Pay Benefits TravelARequirement OpportunityAforA Advancement CompanyACulture HappyAFactor Final

48 Learn how a Service Management Office strengthens your problem solving skills.

49 About G2G3 G2G3 uses consulting, simulations, game science and communication programs to engage, educate and enable people towards better business outcomes. We design gamification solutions supported by compelling communications campaigns which help architect positive behavior and drive significant benefit for our clients. With strengths in IT transformation, IT service management, ITIL, IT Governance & Compliance, ISO Standards, COBIT, CMMI, software selection and project management, we arm IT to drive, motivate and guide the business. We are rock stars at: G2G3 Americas Headquarters Dallas Parkway, Suite 140 Addison, Texas Phone: Fax: Web: americas.g2g3.com Organizational change management due to ITSM initiatives and tool deployments. IT Service Management Office design and implementation, including process, policies & procedures, roles & responsibilities, service catalogs, service level agreements and service-based costing. ITIL, Project Management, ISO and other best practice formal training or awareness training events. This material is Confidential Information and was produced utilizing intellectual property of G2G3 (or through third party Copyright material) and contains subject matter that comprises intellectual property of G2G3 (or the third party Copyright material) including work(s) that are Copyright [dates(s)], G2G3 Reproduction, distribution or use without the express written consent of G2G3 is prohibited Third Party Copyright References: The Rational Manager: A Systematic Approach to Problem Solving and Decision Making, McGraw-Hill Book Co., Ishikawa, Kaoru (1968). Guide to Quality Control. Tokyo: JUSE.

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